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Va Greater Los Angeles Healthcare System The American Legion SYSTEM WORTH SAVING VA GREATER LOS ANGELES HEALTHCARE SYSTEM | LOS ANGELES, CA Date: January 23-25, 2017 Veterans Affairs & Rehabilitation (VA&R) Commission Member: Howard Darter Deputy Director of Veteran Affairs and Rehabilitation (VA&R) Division:Roscoe Butler Deputy Director Employment and Education Division: Mark Walker Overview people attended the meeting. Many veterans praised the VAG- LAHS for the care and services provided. Executive Leadership Briefing On January 24th and25th, 2017, Veterans Affairs and Rehabili- tation Commission Member Howard L. Darter, Deputy Direc- tor of Health Care Roscoe Butler, Deputy Director for Employ- ment and Education Mark Walker and The American Legion Department of California staff met with the Executive Leader- ship team and various department heads to discuss best prac- tices and challenges. The position of Associate Director is cur- rently vacant. When asked, what is the medical center’s biggest challenge, the Assistant Director said, “Running the VAGLAHS is like running a city with eleven sites of care.”The VAGLAHS is spread across 388 acres and treats over 95,000 veterans. The Director spoke briefly about the VAGLAHS’s Master plan The VA Greater Los Angeles Healthcare System (VAGLAHS) is which calls for 1,200 Permanent Supportive Housing Units, 840 one of the largest health caresystems within the Department of supportive housing units, a resource center for veterans and Veterans Affairs.It is one component of the VA Desert Pacific their families, and a proposal to increase access to transporta- Healthcare Network (VISN22) offering services to veterans re- tion.While various leases will produce additional funding, Ann siding in Southern California and Southern Nevada.VAGLAHS Brown, Director of the VAGLAHS explained, the funds will not consists of two ambulatory care centers, a tertiary care facility be enough to support the program and the medical center’s un- and 10 community-based outpatient clinics (CBOCs).The VA- funded mandates. GLAHS serves veterans residing throughout five counties: Los The Executive Leadership team reported staffing challenges for Angeles, Ventura, Kern, Santa Barbara, and San Luis Obispo. providers is difficult to recruit specialties and areas where pri- There are 1.4 million veterans in the VAGLAHS catchment vate sector salaries are competitive.Additionally, it is difficult to area.The VAGLAHS is affiliated with both the UCLA School of recruit at several of the CBOCs in rural areas.There are also sal- Medicine and the USC School of Medicine, as well as more than ary discrepancies with the private sector for physician extend- 45 colleges, universities and vocational schools in 17 different ers including Physician Assistants (PA) and Nurse Practitioners medical, nursing, paramedical, and administrative programs. (NP). Town Hall Meeting The VAGLAHS is currently working on developing a facility On January 23, 2017, a town hall meeting was held at American level strategic plan. In the interim, the facility has been working Legion Post 43, 2035 N. Highland Ave, Los Angeles. The meet- with VA leadership, local community partners and community ing consisted of a small group of local veterans, representatives leaders to develop and implement a facility Draft Master Plan, from local congressional offices, VA’s executive leadership, and which is a blueprint for the development of VA’s West Los An- legion members from the Department of California. geles north campus. The north campus will help create a vibrant community where veterans can receive housing, healthcare, In keeping with previous town hall meetings, the American Le- benefits, and other supportive services – with a specific focus gion held an open forum that allowed everyone an opportunity on chronically homeless veterans and other underserved vet- to voice their concerns, issues, and comments regarding the eran populations. This is in addition to the future development medical care and services provided by the VAGLAHS. Twenty of their south campus also designed to create a state-of-the-art The American Legion | SYSTEM WORTH SAVING REPORT 1 The American Legion SYSTEM WORTH SAVING hospital with and clinics that will serve as the main focus of beds for all specialties of which 1,049 are operational. The VA- their local strategic plan over the next 5-10 years. GLAHS had 7,493 admissions and 1,396,297 outpatient visits Wait List in FY 2016. Accreditations Average wait time for Primary Care, Speciality Care, Mental Health Care was reported as follows: • Last Joint Commission - August 15- 19, 2016 The VAGLAHS reported the average wait time for homemaker- » Hospital Accreditation: As a result of the accreditation Primary Care Specialty Care Mental Health activity conducted on the above date(s), requirements for improvement were identified in the report. You will have 7.4 as of 14.68 days as of 6.5 days as of follow-up in the area(s) indicated below: 12/15/2016 12/15/2016 12/15/2016 • Evidence of Standards Compliance (ESC) home heath aid services varied because the program is at full capacity.Patients suffering from spinal cord injuries, or unique a. Nursing Care Center Accreditation: As a result of challenges are given priority and receive care within one week the accreditation activity conducted on the above or admitted to hospice care. date(s), Requirements for Improvement have been identified in your report. You will have follow-up in Meeting with the VAGLAHS Staff the area(s) indicated below: Immediately following the meeting with the VAGLAHS Execu- b. Behavioral Health Care Accreditation: As a result tive team, VA&R Commission members Darter, Roscoe Butler, of the accreditation activity conducted on the above and staff from The American Legion Department of California date(s), Requirements for Improvement have been met with the VAGLAHS staff over the next two days to obtain identified in your report. You will have follow-up in insight about the VAGLAHS’s best practices and challenges.The the area(s) indicated below: majority of the staff identified recruiting as the medical center’s c. Home Care Accreditation: As a result of the accred- number one challenge. itation activity conducted on the above date(s), there During the meeting with Human Resources (HR), the System were no Requirements for Improvement identified. Worth Saving (SWS) team learned that HR is currently con- • Last Accreditation of Rehabilitation Facilities (CARF): June ducting a business planning process.The HR department has 27-28, 2016 28 vacancies including the Chief and Assistant Chief of Human Resources positions. The medical center has approximately 408 Three-Year Accreditation Expiration: June 30, 2019 vacancies.However, HR indicated that due to poor data input, The SWS team led an exit briefing with the VAGLAHS Execu- staff are in the process of validating this information. tive leadership to brief them on our findings and recommenda- In the SWS team discussion with the Financial Management tions.The number one challenge faced by the VAGLAHS medi- Officer (FMO), the FMO identified the inability to move funds cal center is working down the large number of vacancies.We from one account to another and salaries as his top two chal- apprised management about comments from staff about how lenges.He reported for FY17; the medical center received to date pleased they were with the stable leadership and the Executive $699,023,7271. Leadership team being put in place at the medical center. The VAGLAHS projected a veteran population of 368,590 in Homeless Shelter Visit Medical Center 2017 Budget On Wednesday, January 25th, the System Worth Saving Team General Post $ 70,536,273 met with the VAGLAHS Homeless Veterans Program person- nel to discuss their programs and services that assist homeless Medical Services $ 555,817,315 veterans and their families. The goal of the program is to pro- Facilities $ 72,670,139 vide at-risk and homeless veterans with access to stable housing; establish a means of financial support; strengthen attachments Total $ 699,023,727 to their community; and establish medical, mental health and additional services. VA staff discussed their processes of out- Fiscal Year (FY) 2017. Of this number, 138,281 are enrolled in reach, intake and placing at-risk and/or homeless veterans in the VAGLHCS. The VAGLAHS is authorized 1,087 inpatient the proper program/service. Los Angeles has critical issues of sheer numbers of homeless veterans, the size of the city - to in- 1 Amount received on station as of the date of site visit The American Legion | SYSTEM WORTH SAVING REPORT 2 The American Legion SYSTEM WORTH SAVING clude traffic and transportation issues - as well as a premium on and Salt Lake City, combined. Los Angeles has cut unsheltered affordable housing. These issues can create numerous obstacles homelessness by 43 percent and veteran homelessness overall when it comes to assisting homeless veterans with their various by 41 percent in one year. These numbers represent a tremen- needs in reintegrating back into independent living. dous effort by the VA, City of Los Angeles, Community Service Also addition, our team went on a tour of the New Direction Providers, Veterans Service Organizations and other commu- for Veterans (NDVets), which is located in Building 257 (within nity partners. the Veterans Welcome Center) on the VA West LA campus. The Best Practices Veterans Welcome Center is a unique and innovative program, the only one of its kind at a VA facility in the nation, and repre- Nursing sents a collaborative approach to working with veterans follow- • Community Living Center (CLC) Nurse Managers’ Boot- ing a “housing first” philosophy. More than 150 veterans use the camp.The nurse managers in CLC had been in their positions Veterans Welcome Center each day. NDVets services include for one year or less.The boot camp was created to provide assistance with planning and searching for housing, obtaining them with knowledge and resources that would help them documentation, accompanying and transporting veterans to ap- succeed.The boot camp was successful and led to the creation pointments, advocating with landlords, covering move-in costs of a VISN-wide Nurse Manager Academy.
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